Why we built PlaneCater: notes from the first 260 kitchens
We are not a broker, and that's the point. What we learned from the first kitchens on the platform, and why the industry's software had to start from the order.
Before we wrote a line of code, we sat in kitchens. The first one ran 41 orders a week out of a shared inbox, a whiteboard, and a stack of printed PDFs. The kitchen manager could recite the galley layout of every tail she served. What she could not tell us was which of last month's invoices had actually been paid.
That visit set the direction. It has held through 260 kitchens since.
The observation we started from
Kitchens and flight departments want to work directly. You know the crews. They know your food. But most software in this industry was built for brokers: it takes a cut, hides the relationship, and puts a middle layer between your kitchen and the aircraft. When a lead flight attendant at Bluewake Jet Group has a question about a shellfish allergy, she should be asking you, not a call center.
So we made one decision early. We are not a broker. Orders arrive with the operator's name on them, and the relationship stays yours.
What kitchens taught us
Three lessons came up in almost every visit.
Order intake was email chaos. One TEB order arrived across nine messages, including two revisions after cutoff.
Payment lag hurt more than fees. Kitchens told us they would trade a point of margin to know the money lands Friday.
Nobody trusted software that hid the money. If a platform cannot show the math from subtotal to payout, you assume the math favors the platform.
We would rather see a smaller number we can verify than a bigger number we have to chase.
A kitchen manager said that in our third week of visits. It became a product requirement.
Starting from the order
Most marketplaces start from a directory: list the kitchens, add a search box, call it done. We started from the order, because the order is where the work lives. One record carries the request from quote to confirmation to delivery to payout. The $1,284.50 you see when you accept is the $1,284.50 that reaches your account, line for line, with the Stripe payout reference attached. Change requests, cutoff times, and delivery notes sit on the same record, so a 6:10 a.m. departure out of HPN does not depend on someone rereading a thread at 4:40.
That is the whole architecture. Not a listing site with payments bolted on. An order system with a marketplace around it.
Where this goes next
Modestly. We are working on faster menu updates, tighter delivery timing on the ramp, and cleaner exports into QuickBooks. Nothing exotic. Fewer places for an order to quietly go wrong.
The practical takeaway does not require us at all. Pull your last ten orders and count two things: how many messages each one took, and how many days it took to get paid. Those numbers show where your margin leaks. Closing that gap is the reason PlaneCater exists, and 260 kitchens in, it is still the whole job.
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Your last order today probably did not arrive through a form. It arrived as a forwarded email with a trip sheet PDF attached, a tail number in the subject line, and the real delivery time buried in the third paragraph. Someone typed it into your system at 9:40 p.m., after the kitchen closed.
We watched caterers do this for months before we built anything. The pattern was the same everywhere: the order exists twice, once in the message and once in your system, and every retype is a chance for the two to disagree.
How orders arrive today
Across the kitchens we studied, a typical week of 41 orders broke down like this:
Forwarded emails, often three replies deep, with the details scattered.
PDF attachments: trip sheets, request forms, screenshots of both.
Phone calls typed up after the fact, sometimes hours later.
Retyping a single order takes eight to twelve minutes when nothing goes wrong. When something does, a missed nut allergy, a delivery time read as an arrival time, the cost is not minutes. It is a refund, an apology, and sometimes the account.
What the inbox reads
Connect your catering address and every message gets read the same way, whether it is plain text, a PDF, or a note typed after a call. The reader extracts the fields that make an order an order:
Items and quantities, matched to your own menu.
Tail number, like N604VZ, and the operator behind it.
FBO and airport, so a TEB order never routes to HPN.
Delivery time, normalized to local time at the field.
Special notes: allergies, crew meals versus pax, plating requests.
From those fields it builds a draft order and scores its own confidence on each one. A request from Bluewake Jet Group that names the items, the tail, the FBO, and the time drafts at 99%. A vague reply that says "same as last Tuesday" does not.
A human stays on approve
RULE OF THUMB
When the model is not sure about a field, it flags it and leaves it blank. A blank you can see beats a guess you cannot.
No draft becomes an order until someone in your kitchen taps approve. High-confidence drafts take one glance and one tap, about 20 seconds in practice. Low-confidence fields are highlighted, so you check exactly the parts worth checking instead of rereading the whole thread.
Replies become updates
The second half of the problem is the follow-up. "Make that wheels up at 0700" used to arrive as a fresh email and become a duplicate order, or worse, a second entry nobody reconciled. Reply detection recognizes that a message belongs to an existing order and drafts an update to that order instead: same record, new time, full change history.
The practical takeaway: you do not need to change how your clients order. Let them keep emailing, attaching, and calling. Put a reader in front of your inbox, keep your best people on the approve button, and let the retyping end. That is what the PlaneCater inbox is built to do.
Last month a Bluewake Jet Group crew met their catering at TEB for a 6:40 a.m. departure on N604VZ. Six short rib entrées, packed in half-size foil pans, sauced and built for 20 minutes in a convection oven at 350 degrees. The galley on that tail has a warming drawer, a small chiller, and a single-cup brewer. No oven.
The lead flight attendant did what good crews do. She sliced the portions thin, cycled them through the warming drawer in shifts, and served the last two passengers 40 minutes into the flight. The food survived. The morning did not.
The mismatch is predictable
The kitchen never saw that galley. They packed for the aircraft they imagined, which was a bigger one. Equipment details usually live in one crew member's head, or in an ops binder nobody opens at 4 a.m. The order itself just said hot breakfast for six.
Tail swaps make it worse. Dispatch moves the trip from N604VZ to N9412T1, the order stays the same, and the packaging is now wrong for a second aircraft in the same week.
A warming drawer holds food at temperature. It cannot cook, crisp, or rescue a dish that was packed for an oven.
Save the galley once
The fix is boring, which is why it works. Record each tail's equipment one time: ovens, drawers, chillers, coffee gear. After that, every order placed against that tail carries the profile automatically. Nobody retypes it, nobody recites it over the phone at 5 a.m., and a tail swap pulls the new aircraft's profile onto the reissued order.
We started building galley profiles after hearing versions of the TEB story from a dozen crews. The details differed. The cause never did.
How kitchens use it
A profile changes decisions before anything is packed:
Warming drawer only: braises and grain dishes in shallow trays, fully cooked, sliced, ready to hold.
Convection oven: items that finish onboard, par-baked breads, skins that crisp in the air.
No chiller: cold items packed with ice packs and a stated hold time.
Single-cup brewer: pods or concentrate, never a bag of whole beans.
Same menu, different packaging. The passenger never knows the difference, which is the point.
What to record per tail
Ten minutes with a notepad covers it:
Oven type and count: convection, steam, microwave, or none.
Warming drawer interior height, since shallow trays are often required.
Chiller or ice drawer capacity, in trays or bottles.
Coffee setup: drip, single-cup, or espresso, plus cup inventory.
Anything broken. A dead oven makes it a warming-drawer galley.
Do the walkthrough once per tail and update it after maintenance. In PlaneCater, that record lives on the tail itself, so every future order shows the kitchen the galley they will actually find at the aircraft door.
A deposit for $6,118.90 hits your bank account on the third of the month. It matches no invoice. It matches no order. You know it is real money for real food, but proving which orders it covers costs you an afternoon of spreadsheet archaeology, one highlighted cell at a time.
We talk to kitchens every week that close the month this way. The fix is not software first. It is order of operations. Here is the close we recommend, and it works even if you never leave the spreadsheet.
Start with completed orders
Pull every order you completed this month. Not quoted, not invoiced: completed. That list is your business volume, the number everything else must tie back to. Say it is 41 orders and $38,562.40.
Now split it in two:
Card-paid orders, where cash arrives as processor payouts.
Direct-billed orders, where you invoice the operator and wait.
Every reconciliation problem you have lives in the difference between those two lists.
Tie payouts to the statement
A Stripe payout is not an order. It is a batch: several orders grossed together, minus processing fees, deposited as one line. That $6,118.90 deposit is seven orders grossing $6,301.75, less $182.85 in fees.
Work payout by payout, not order by order. Match each deposit on the bank statement to the batch behind it, and confirm gross minus fees equals the deposit. When a payout will not tie, the culprit is almost always a refund or a dispute sitting inside the batch.
RULE OF THUMB
If a number on the bank statement takes more than two minutes to explain, it is a batch. Unbatch it before you touch anything else.
Direct-billed deserves its own line
Direct-billed orders hide because they produce no deposit. Nothing lands in the bank, so nothing prompts you to look. Keep them on a separate tab with an invoice date and an aging column, and chase anything past 30 days before you close.
This is also where fees receivable shows up. On a marketplace statement, that line is the platform fee on orders where no card payment ran, so there was no payout to deduct it from. It gets collected separately. Treat it as a real line with a real balance, not a mystery charge to investigate in March.
What done looks like
Done right, month-end is three checks:
Completed orders equal business volume, to the cent.
Payouts plus direct-billed collections equal cash in the bank.
The difference between the two is fees, itemized.
When all three hold, the deposit that used to eat an afternoon explains itself in one line. That is the standard we build to on the payments side at PlaneCater: your monthly statement arrives with the batching already undone and the fees already itemized. But the discipline works anywhere. Close in this order next month and watch how much of the archaeology disappears.
Forty-five minutes on the ground. Eight passengers inbound, the crew wants full cabin service, and the kitchen you trust is 22 minutes from the field. There is no slack in that math. Every minute you spend chasing a quote is a minute the driver is not rolling.
We built this checklist with dispatchers who run short turns all day. It is not clever. It is a sequence, and the sequence is the whole trick.
The clock, minute by minute
T-45. Inbound touches down. Send the complete request to the kitchen. One message, every detail, nothing saved for a follow-up.
T-35. Quote lands. Accept it. A short turn is not the moment to shop $18 of difference across three kitchens.
T-20. Check status. The order should be packed and the driver moving. If you cannot see that, call now, not at T-10.
T-5. Delivery confirmed at the wing. Crew stows the galley and closes the order before the passengers clear the FBO lobby.
Write the first message right
A kitchen can quote in four minutes if the first message answers every question they would otherwise have to ask. Include all six:
Tail number, so the order attaches to the right trip. N604VZ, not "the jet."
FBO by name, because TEB alone is not an address.
Delivery time at the wing, not departure time.
Pax count, plus crew meals if any.
Galley constraints: no oven, cold storage only, tray dimensions.
Every question the kitchen has to ask costs you ten minutes: five for them to notice the gap, five for you to answer it.
A near miss at TEB
Friday afternoon, a Bluewake Jet Group dispatcher working a 45-minute turn out of Teterboro. The quote came back at T-38: $1,284.50, fair price, ready to go. Then a fuel release call came in, and the quote sat unaccepted in an inbox for twelve minutes. The kitchen, hearing nothing, gave the prep slot to another order. The status check at T-20 showed nothing moving. It took a phone call and a driver pulled off an HPN run to make the wing at T-4. It worked. It should never have been that close.
A quote is a possibility. A confirmation is a commitment with a name, a time, and a driver attached. The dangerous window is the gap between the two, because both sides assume the other is holding the order.
The takeaway
Send everything at T-45. Accept by T-35. Verify movement at T-20. Confirm at the wing by T-5. Write those four marks on the trip sheet if you have to. And close the confirmation gap wherever you can: on PlaneCater, accepting a quote confirms the order and shows delivery status in real time, so nothing sits in an inbox waiting for a second look.
Two identical orders leave your kitchen on the same morning. Same menu, same $486.00 subtotal. One goes to a ramp at TEB, the other to HPN. The invoices should not match. If they do, one of them is probably wrong.
That is destination-based tax in one sentence: the sale happens where the food lands, not where it was made. Your kitchen address is usually irrelevant. The ramp where a crew member signs for the coolers is the address that decides the rate.
The ramp sets the rate
In most jurisdictions caterers deliver into, prepared food is taxed at the rate in force at the delivery point. State, county, city, sometimes a special district, all stacked on that one address. Drive 22 minutes to a different airport and you can cross three of those lines without noticing.
The patterns below are illustrative, not a rate chart. Rates and rules change, so confirm the current ones for every jurisdiction you serve.
Delivery scenario
Common pattern
Ramp in your home county
Prepared food at the local destination rate
Ramp in the next county over
Same state, different combined rate
Ramp across a state line
That state's rules, once you have nexus there
Operator with a valid exemption certificate
Exempt, if the certificate is on file before the sale
Who remits, who answers
You do. The caterer is the seller of record, so collecting the right amount and sending it to the right authority is your job, even when the operator is billed through a broker.
The auditor never asks where you cooked, only where the van stopped.
In practice, an audit request looks like this:
Every invoice with its delivery address, not just a billing address.
Tax charged per line, matched to the rate for that address on that date.
Exemption certificates for every untaxed sale, dated before the sale.
Proof of remittance to each jurisdiction, period by period.
The failure mode we see most is a single flat rate applied to every order because that is what the kitchen's point-of-sale defaulted to. Overcharge and you owe refunds. Undercharge and the difference comes out of your margin, plus penalties.
Remove the lookup
None of this needs to be looked up by hand. An airport is a fixed point. TEB does not move. So the correct treatment for a given airport, operator, and date can be resolved once and applied automatically to every order that follows.
That is how tax works on PlaneCater: every order carries its delivery airport, the rate is applied per airport and per state at checkout, and the invoice shows the breakdown line by line. Nobody in the kitchen has to think about it at 4 a.m.
The takeaway either way: tax the ramp, not the kitchen. Map every airport you deliver into to its jurisdiction once, keep certificates where you can find them, and re-check the map whenever a new destination shows up on an order sheet.
A hot breakfast leaves the kitchen at about 165 degrees. Before your passenger touches it at FL410, it survives a van ride, a ramp handoff, a stack order someone chose in a hurry, and however long it waits while you finish the walkaround. Last quarter we asked 58 lead flight attendants what actually lands warm. Almost every answer came down to packing and timing, not the recipe.
Here is what they told us, and what to do with it.
Season for the altitude
At a cabin altitude of 6,000 to 8,000 feet, dry air and lower pressure blunt your sense of salt and sweet. Crews describe it the same way: food that tasted right on the ground tastes flat in cruise. So order accordingly. Ask the kitchen to season a notch above normal, request sauces and syrup on the side in double quantity, and favor dishes with acid and fresh herbs. A frittata with salsa verde keeps its flavor at altitude better than a plain scramble ever will.
Pack the box in reverse
A hot box is a stack, and the stack has a rule: the first foil in is the last foil out. If the kitchen wraps the pancakes first and the sides last, your first course comes off the bottom, coolest item first. Tell the kitchen your service order and ask them to pack in reverse. Entrees on top, sides below, bread at the bottom where residual heat does the least damage.
FROM THE LINE
The first foil into the box is the last one anybody eats. Pack in reverse or serve cold pancakes.
The 20 minutes that matter
Crews put the window between ramp delivery and engine start at about 20 minutes, and that window decides everything. A closed hot box on an open cart at TEB in January loses about a degree a minute. So compress the gap. Time the delivery to your arrival at the aircraft, not to your scheduled departure. Get the boxes from the door to the galley in one move. Keep every lid closed until service: opening a box to check it costs more heat than ten minutes of waiting.
What survives the trip
Some breakfasts are built for this trip and some are not.
Survives: pancakes, frittata, steel-cut oats, anything braised or baked.
If the passenger wants bacon, order it a shade under crisp and finish it in the galley oven. If they want eggs, steer them toward a frittata: it reheats evenly, plates cleanly, and forgives a 15 minute delay.
The galley hold
The trick crews mention most: as soon as the boxes are aboard, move the sealed foils into the galley oven at its lowest setting and warm your plates on the rack beside them. You are not reheating, you are holding. A warm plate buys the entree another five minutes on the table.
The kitchen controls the first hour. You control the last 20 minutes. Put your service order in the notes when you book through PlaneCater, and the kitchen packs the stack to come off in the order you serve.
A dispatcher at Bluewake Jet Group emails you a tax exemption certificate in March. It gets forwarded twice, saved to someone's desktop, and forgotten. By June your bookkeeper is deciding, invoice by invoice, whether to charge tax on Bluewake's orders. From memory.
Two years later an auditor asks why 41 invoices totaling $18,905 went out tax free. Now you are digging through an old inbox for a PDF that may no longer exist. We see this pattern often, and it is avoidable.
What the certificate is
An exemption certificate is a document the buyer gives you that says: do not charge tax on this sale, and here is the legal basis. In business aviation you will typically see resale certificates and state forms tied to aircraft or flight operations. The specifics vary by state and change over time, so treat any example here as a pattern and check the current rules where you sell.
The operator hands it to you once, usually when the account opens or with the first order. From then on, the burden of proof is yours. If you did not charge tax, you need to show why, on paper, for that customer, for that period.
The failure mode
Without a system, the certificate becomes tribal knowledge. Here is how the slide usually goes:
The certificate lives in one person's email and nowhere else.
Every invoice becomes a manual judgment call: exempt or not.
Some orders get taxed anyway, and the operator disputes them.
Others go out tax free with nothing attached as proof.
An auditor asks for support on sales from two years ago.
An exemption you cannot document is not an exemption. It is a discount you gave and a liability you kept.
File once, apply forever
The vault model is simple. The certificate is filed once, against the customer, not against an order. When Bluewake's charter coordinator uploads it, every future order from that account applies the exemption automatically at invoicing. Order 60 is treated exactly like order 1, whether the delivery goes to TEB or HPN.
Just as important, the paper trail stays attached. Each tax free invoice carries a reference to the exact certificate that justified it. When the auditor asks about an invoice for $1,284.50 from two Augusts ago, the answer is one click, not an afternoon of archaeology.
When a certificate expires
Certificates are not forever. When one comes up for renewal, check four things:
The expiration date. Ask for the renewal 30 days early.
The legal entity name matches the name on your invoices.
The jurisdictions it covers match where you actually deliver.
If it lapses, charge tax until the new one is on file. No exceptions.
Hold that line and audits become boring, which is the goal. This is the model behind the certificate vault in PlaneCater: the operator files once, every order applies it, and every invoice keeps its proof. Set it up before the auditor writes, not after.
The trip sheet said four pax out of TEB at 17:00. At 14:05 the lead flight attendant's phone buzzes: the principal is now strictly gluten-free on doctor's orders, and a fifth passenger with a severe tree nut allergy is joining at the FBO. The kitchen packed the order an hour ago.
Three hours is enough time. What decides the outcome is not the clock. It is whether your catering brief was written so a kitchen can act on it cold, without calling you back.
Allergy or preference, say which
An allergy is a safety issue. A preference is a comfort issue. The kitchen treats them differently: an allergy means separate prep surfaces, dedicated utensils, sealed and labeled packaging. A preference means a substitution on the same line. A brief that just says "no nuts" forces the kitchen to guess, and guesses fail in both directions. Over-caution strips a menu down to melon and crackers. Under-caution puts a passenger at risk at 41,000 feet, an hour from the nearest runway.
So every restriction in your brief carries one of two words: medical or preference. No exceptions.
Write outcomes, not ingredients
Ingredient lists rot. Outcomes travel. "Must not contact shellfish, including shared fryers and stocks" tells any kitchen what to do. A list of 14 banned ingredients tells them only what you thought of. Keep it to one line per pax, severity first:
Pax 1: gluten-free, medical (celiac). No shared prep surfaces. Seal and label every item.
Pax 2: tree nut allergy, severe. Nothing containing or prepared near tree nuts.
Pax 3: vegetarian, preference. Fish and dairy are fine.
Pax 4: no restrictions. Prefers still water over sparkling.
Notice there are no names. Labels like Pax 1 survive a manifest change. Names do not.
The pax-swap protocol
When the manifest changes at the door, we teach crews to work in this order:
Update the brief first. One document, not a text thread.
Re-confirm anything medical with the kitchen by read-back. "Sent" is not "seen."
Ask what is already packed. A swapped garnish is a two-minute fix. A re-prep is not.
Know what you can fix on board. Preferences, yes: plate around a garnish, swap a protein between trays, hold the dessert. Allergies, no. You cannot un-cross-contaminate a dish on a galley counter, and you should not try.
You can fix a preference in the galley. You cannot fix an allergy there.
Make the brief survivable
The test of a good brief is not the trip where everything holds. It is the 14:05 phone call. Per-pax lines, severity stated, outcomes not ingredients: with that format, a swap means editing one line and re-confirming one item, not rewriting the order. On PlaneCater, dietary notes ride on the order itself, so when you change a line the kitchen sees the edit and confirms it with a timestamp. However you send your brief, send it the same way every time. The kitchen that can read it in 30 seconds is the kitchen that saves your departure.
The order lands at 11:38 p.m. for a 2:15 a.m. departure out of TEB. Three passengers, two crew, wheels up in under three hours. Your printed menu has 70-plus items. Your overnight shift is one cook and a driver.
We see kitchens handle this two ways. Some say yes to the full menu and quietly miss on quality. Others run a short overnight menu and hit it every time. The second group sleeps better and gets reordered more.
What 2 a.m. orders want
Pull your last 30 late-night tickets and a pattern shows up. Pax counts are smaller, usually two to four. Nobody orders the tasting menu at 2 a.m. They order comfort.
Hot soup, chicken noodle and tomato above all.
Breakfast at any hour: egg sandwiches, oatmeal, yogurt parfaits.
Pressed sandwiches that eat well warm or cold.
Cookies, brownies, fruit that needs no knife.
Coffee boxes and hot water for tea, always.
One lead flight attendant told us her entire overnight strategy: soup, a sandwich, and something sweet, on every leg after midnight.
Build the short overnight menu
Eight to ten items. That is the whole menu. Choose dishes with three traits: components prep ahead on the day shift, they hold two to four hours without fading, and one person can plate them alone.
RULE OF THUMB
If one cook cannot take it from cooler to sealed and labeled in 12 minutes at 1 a.m., it does not belong on the overnight menu.
Par out the components before the day crew leaves: soup in quarts, sandwich fillings portioned, parfaits built, cookie dough scooped and ready to bake. The overnight cook assembles and finishes. Nothing is cooked from scratch after midnight.
What comes off after midnight
Some dishes are fine at 6 p.m. and a problem at 3 a.m., after a long hold in a galley chiller.
Dressed salads and delicate greens. They wilt on the ride.
Fried anything. It steams soft inside a sealed container.
Raw fish and shellfish platters. The hold-time math gets ugly.
Plated hot entrees with sauces that split on reheat.
Crudités cut hours earlier. They weep and go dull.
Cutting these is not a downgrade. It is honesty about what survives the trip.
Publish honest lead times
The kitchens that win overnight do not say yes to everything. They publish the short menu with its own hours and real lead times: overnight menu, 10 p.m. to 5 a.m., 90 minutes to the ramp. Crews plan around a clear promise faster than they forgive a broken one.
If you list on PlaneCater, set the overnight menu as its own section with its own cutoff, so a dispatcher ordering at midnight sees exactly what you deliver well, and nothing you cannot.
Start tonight: pick your eight items, par the components at 4 p.m., and let one cook run the line. Quality holds, labor stays flat, and the 2 a.m. order stops being a fire drill.
A crew we support flew a Bluewake Jet Group leg from TEB into Europe with a full cold spread on board: cured meats, soft cheeses, fresh berries. The passengers barely touched it, so the plan was to hold everything for the return. An agricultural officer met the aircraft, checked the galley, and $1,284.50 of catering went into a sealed bin on the ramp.
Nothing went wrong. The rule worked as designed. Border agencies treat catering as agricultural goods, the same as a pallet of produce, and the quality of the packaging does not change the answer.
The patterns worth knowing
Every port sets its own rules and they change, so treat these as recurring patterns, not current law, and confirm before each trip:
Meat and dairy arriving into the EU from outside it are commonly restricted or seized.
Fresh fruit and vegetables into Australia and New Zealand face strict biosecurity screening.
Ice, fresh garnish, and cut flowers draw questions almost everywhere.
Honey, eggs, and anything with seeds trip up experienced crews every season.
RULE OF THUMB
If it grew, walked, or swam, assume a border officer can take it. Verify before you cater the leg.
The ramp-bin failure mode
The direct loss is the food. The real loss is the plan. You land at 0200 expecting the return catering to carry the trip home, and now it is gone. The local kitchen opens at 0800 and you depart at 0900. Dispatch starts calling around while the crew reworks the service from crackers and whatever the FBO fridge holds. Add a possible fine and a longer galley inspection on the next arrival, because the aircraft is now flagged as one that shows up with undeclared stores.
Plan the return leg
Two clean options, decided before departure, not on the ramp:
Source the return catering locally, delivered to the aircraft an hour before departure.
Ask whether sealed catering that stays on the aircraft can ride as exempt stores at that port. Some ports allow it, many do not, and only current guidance counts.
Local sourcing wins most of the time. The food is fresher, nothing crosses a border twice, and the officer has nothing to question.
Ask before you fly
Three checks, in order: your handler at the destination, a caterer who delivers to that airport every week, and the official agricultural guidance for that country. The handler knows how strict this month's inspections are running. The caterer knows what clears without questions. The official guidance is what the officer will actually enforce.
Our rule on the dispatch side: plan catering per border, not per trip. When we set up a return leg through PlaneCater, we order from a caterer at the destination and note the departure time in the order, so the food arrives fresh, local, and never meets a bin. Twenty minutes of checking before the trip beats explaining to a principal why breakfast is gone.
Before we wrote a line of code, we sat in kitchens. The first one ran 41 orders a week out of a shared inbox, a whiteboard, and a stack of printed PDFs. The kitchen manager could recite the galley layout of every tail she served. What she could not tell us was which of last month's invoices had actually been paid.
That visit set the direction. It has held through 260 kitchens since.
The observation we started from
Kitchens and flight departments want to work directly. You know the crews. They know your food. But most software in this industry was built for brokers: it takes a cut, hides the relationship, and puts a middle layer between your kitchen and the aircraft. When a lead flight attendant at Bluewake Jet Group has a question about a shellfish allergy, she should be asking you, not a call center.
So we made one decision early. We are not a broker. Orders arrive with the operator's name on them, and the relationship stays yours.
What kitchens taught us
Three lessons came up in almost every visit.
Order intake was email chaos. One TEB order arrived across nine messages, including two revisions after cutoff.
Payment lag hurt more than fees. Kitchens told us they would trade a point of margin to know the money lands Friday.
Nobody trusted software that hid the money. If a platform cannot show the math from subtotal to payout, you assume the math favors the platform.
We would rather see a smaller number we can verify than a bigger number we have to chase.
A kitchen manager said that in our third week of visits. It became a product requirement.
Starting from the order
Most marketplaces start from a directory: list the kitchens, add a search box, call it done. We started from the order, because the order is where the work lives. One record carries the request from quote to confirmation to delivery to payout. The $1,284.50 you see when you accept is the $1,284.50 that reaches your account, line for line, with the Stripe payout reference attached. Change requests, cutoff times, and delivery notes sit on the same record, so a 6:10 a.m. departure out of HPN does not depend on someone rereading a thread at 4:40.
That is the whole architecture. Not a listing site with payments bolted on. An order system with a marketplace around it.
Where this goes next
Modestly. We are working on faster menu updates, tighter delivery timing on the ramp, and cleaner exports into QuickBooks. Nothing exotic. Fewer places for an order to quietly go wrong.
The practical takeaway does not require us at all. Pull your last ten orders and count two things: how many messages each one took, and how many days it took to get paid. Those numbers show where your margin leaks. Closing that gap is the reason PlaneCater exists, and 260 kitchens in, it is still the whole job.